Chamber of Commerce East Arapaho/Collins Task …...Presentation Highlights 1. Task Force Objectives...
Transcript of Chamber of Commerce East Arapaho/Collins Task …...Presentation Highlights 1. Task Force Objectives...
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Chamber of Commerce
East Arapaho/Collins
Task ForceReport to the Richardson City Council
April 17, 2017
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Presentation Highlights
1. Task Force Objectives and Process
2. Vision
3. Direction for the Future
4. Proposed Action Items
5. Next Steps
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4/17/2017East Arapaho Collins Task Force Report
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4/17/2017East Arapaho Collins Task Force Report
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Objectives
Task Force
Support the economic vitality of the East Arapaho Collins area
Create a ‘game plan’ for private sector investment and supportive City action
February 17th
Game plan endorsed by the Chamber Executive Committee
Today
Presentation to the Richardson City Council
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Task Force Timeline
City’s Economic
Study
Executive Committee
Session
Online Survey
Working Group Session
Reception –Task Force & Community
Finalize Report
Present to Leadership
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2013 2016 2017
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4/17/2017East Arapaho Collins Task Force Report
Task Force Vision
Task Force
Prior
Studies
Executive
Committee
Direction
for the
Future
Action
Items
District
Stakeholders
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2013 Redevelopment Study
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During 2016
Multiple meetings of Task Force and Chamber
Executive Committee
Updated 2013 assessment
Conducted SWOT analysis
Created a new vision for the area
Identified potential action steps
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Online Survey
Conducted by the Chamber in November
Distributed to business and property owners
Requested their own responses
Asked them to forward to employees & residents
About 300 requests sent; about 50 responses
Key Findings
Quantitative results
Individual comments
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Online Survey Key Findings
Most positive features today (strengths to build on)• Access from Central Expressway• Location in the NE part of the Metroplex• Being in Richardson• Access from DART• Parking
Least positive features today (opportunities for improvement)• Residential rental rates• Investment potential• Property values• Cool character• Ease of walking or biking
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Task Force Discussion: Innovation Districts
What is an Innovation District?
• National research supports this new economic approach for ‘a new geography of innovation’, particularly in urban areas
• Geographic areas where leading-edge anchor institutions and companies cluster and connect with start-ups, business incubators and accelerators. They are also physically compact, transit-accessible, and technically-wired and offer mixed-use housing, office, and retail. (Brookings Institution)
• Three key features:
• Economic assets
• Physical assets
• Networking assets
• University research involvement
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E. Arapaho-Collins as an Innovation District?
Economic assets?
In the area or nearby – UTD, Richland College, an ‘ecosystem’ of major corporations
White collar labor force
International recognition
Physical assets?
Investments by property owners, City, DART, TXDOT
Networking assets?
Can build on history of past initiatives
Two other aspects were emphasized by Task Force
Brand or identity
Adaptation and incubation
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VisionRecommended by Task Force
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The [Collins] Innovation District is the best place in the
Metroplex for the people and businesses of all sizes that
create innovative ideas, technologies, products and
services to meet the needs of tomorrow’s business and
consumer customers.
The District’s success is built on its tradition of pioneering
technology, its proximity to major employers and research
institutions and its location within a diverse and growing
regional economy. The District’s character, attractions and
amenities support creative collaboration among talented
people of all ages and backgrounds.4/17/2017East Arapaho Collins Task Force Report Page 15
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Direction for the FutureRecommended by Task Force
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Areas of focus:
1. Defining a Brand or Identity for the area
2. Strengthening Business/Academic Partnerships to enhance the area’s Economic Assets
3. Continued public and private investment in Physical Assets that make this an inviting place
4. Building a culture of Collaboration and Networking to support a robust innovation ecosystem
5. Supporting the District’s Adaptation and Incubation as ideas and technologies change
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1. Brand
This area must have a clear and distinctive ‘brand’ that celebrates its history and its international connections, but places it at the forefront of emerging economic trends. By identifying this area as the [COLLINS] INNOVATION DISTRICT, the Task Force believes the area can develop a unique identity and a focus that is different from other economic target areas in Richardson and the North Texas region.
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2. Economic Assets
The economic assets that support the [Collins] Innovation District include the entrepreneurs, businesses and property owners within the area. They also include the University of Texas at Dallas, Richland College and an ecosystem of major corporations located nearby. In addition, the District has access to a very large pool of white-collar labor and enjoys strong international recognition. A stronger business-academic partnership is needed to generate investment and collaboration in the District.
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3. Physical Assets Investment in the physical assets of the District is already underway.
Private property owners have made improvements to their own buildings and sites; the City of Richardson, DART and the State of Texas are investing in parks, public spaces and transportation facilities. Future physical investment must contribute to the District’s desired character in these ways:
It must ensure that the [Collins] Innovation District is positioned to provide state-of-the-art, competitively-priced telecommunications, utilities and infrastructure for businesses located here.
It must provide spaces for collaboration among researchers, businesses, suppliers, and consumers of the products and services created here.
It must create quality amenities, including retail services, that are distinctive and increase the District’s cohesive character and curb appeal.
It must connect the District to nearby residential and business areas in a way that invites interaction among diverse people.
It must maintain or enhance access from the District to the rest of the North Texas region.
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4. Collaboration and Networking
The District’s future successes will result from
innovative ideas, products, services and delivery
systems, designed through a culture of
collaboration and networking across companies,
industry sectors and educational disciplines that
forms a robust innovation ecosystem. The
[Collins] Innovation District must be known for its
support of entrepreneurship, networks and
collaboration.
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5. Adaptation and Incubation
The game plan for the [Collins] Innovation District must recognize the constant change and adaptation and incubation that will occur over time as markets change and innovations become mainstream. It should support those stakeholders, owners and businesses that seek to benefit from future opportunities. At the same time, it should recognize that some existing buildings, business models and companies may not always benefit from change. The District should be known as a place where a business can find support for new ideas and technologies as well as assistance in transitioning out of declining markets. It should be the place that is always incubating the next new innovation.
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Action ItemsRecommended by Task Force
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Action Items
Important to have agreement on next steps
Group identified 35 possible action items
Discussion focused on 12 items seen as ‘essential’
to achieving this vision
This list of top items should be the focus for
future efforts
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Action Items Continue Private-Public
Collaboration
Chamber/private sector leadership
Create a brand for the District and implement a complete branding & communications package
Develop a plan for private investment in the area
Establish an innovation district association for the area
City/public sector leadership
Evaluate the need for zoning refinements to broaden range of uses and increase land use flexibility
Develop a plan for public investment in the area
Develop an urban design plan for the area
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Next Steps
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Next Steps
This presentation concludes this phase
of the Chamber Task Force work
Next steps should detail, fund and
implement recommended action items
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Questions and Discussion
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